Marquardt, M. J. (2004). Chapter 8: Introducing, implementing, and sustaining action learning.
Optimizing the Power of Action Learning: Solving Problems and Building Leaders in Real Time. Yarmouth, ME, USA: Nicholas Brealey Publishing.
Pedler, M., & Abbott, C. (2013). Chapter 1: Action learning: Its origins and
A group of 20 from different
departments from within an organization
is put together to form an action learning set. At their
person is allowed to present and
receive feedback from other set
members and their coach. At
first they are allowed to present and
receive feedback for a half hour each but group members become
exhausted from 10 hour meetings.
Then this time is cut to 5 minutes
per person but group members feel they are unable to learn or
adequate feedback from their coach and other group members in
amount of time.
A CEO picks an important problem
for an action learning group
consisting of five senior managers. The group meets every
a full day for nine months.
After nine months, each group member
feels that they have learned a
lot from receiving feedback every
month and has improved several areas of their leadership
group presents to the CEO a detailed plan along with steps
already taken to help solve the problem and the results they
For this assignment, pretend that you are a leadership
coach assigned to help some
organizations fix their action learning programs. For each of the scenarios
below, explain what you think went
wrong and how it could be fixed
based on what you have learned about action learning in the background
readings. For each of the three
scenarios, explain your
diagnosis and use at least one citation from the required readings to support
your diagnosis. Your paper should be two to three pages in length:
Facilitating Action Learning: A Practitioner’s Guide. Maidenhead: McGraw-Hill Education.
[EBSCO eBook Collection]
Passmore, J. (2011). Chapter 3: Action learning supervision for coaches. Supervision in
Coaching: Supervision, Ethics, and Continuous Professional Development. London: Kogan
Page. [EBSCO eBook Collection]
Kristiansen, T. (2010). Align corporate learning with strategy setting. [Books24x7 version]
seen. But the CEO is upset because they didn’t come up
solution the wanted and orders the group out of his
A group of several managers is put together to form an action
learning set. The group members are very motivated to
program and excited about the possibilities for developing
The facilitator for the action learning program is a top
assistant to the
CEO. During group meetings, team
members are reluctant to discuss
difficulties they are facing in their tasks. Whenever a
gives a presentation, they tend to only discuss positive
and they never criticize the organization.